인공지능 혁신역량 개발의 선행요인과 결과의 이론적 모델: 동태적 역량 관점

문창호 사회혁신기업연구원 2023 혁신기업연구 Vol.8 No.4

Recognizing limitations of previous research regarding artificial intelligence innovation capability, the major purpose of this study is to propose and analyze a theoretical model which represents antecedent factors influencing artificial intelligence (AI) innovation capability development and the effect of AI innovation capability development on the competitive advantage of the firm. This study suggests that AI innovation capability development should be conceptualized and analyzed as evolving over time according to environmental changes based on the dynamic capability perspective and emphasizes that selection of antecedent factors of the AI innovation capability development should be also analyzed in line with the dynamic capability perspective. Drawning on such an evolutionary dynamic capability perspective of the AI innovation capability development, this study suggests the concept of AI innovation capability development as including the potential innovation capability which is in the process of being developed or has not been realized as yet, without limiting to the innovation capability which has been already realized. The research model of this study suggests, as antecedent factors of AI innovation capability, the CEO’s technical-function experience and transformational leadership representing strategic leadership characteristics, adhocracy culture and technological innovation orientation indicating the characteristics of organizational culture, strategic flexibility and absorptive capacity denoting the characteristics of organizational resources and capability. For future empirical examination of the proposed research model, this study suggests a foresight technique which is a method of empirical analysis in the area of technological innovation to predictively evaluate the effects AI innovation capability development brings about in terms of the firm’s future-oriented competitive advantage including utilization of market opportunities rather than measuring the firm’s short-term financial performance ex post.

THE ROLE OF INNOVATION CAPABILITY ON THE RELATIONSHIP BETWEEN PRODUCT STRATEGY AND EXPORT PERFORMANCE: A CROSSNATIONAL STUDY OF KOREAN AND JAPANESE FIRMS

Insik Jeong,Jong-Ho Lee,Eunmi Kim 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Introduction The trade-off between cost leadership strategy and differentiation strategy is of importance and presents a key challenge to exporters because it is intrinsically related to innovation (Gebauer, 2008; O’Cass et al., 2014). Nevertheless, resources are limited, and firms must make choices in their allocation and determine the extent to which they will emphasize one strategy over another (Danneels, 2007; Lant, Milliken, & Batra, 1992). Although the individual roles of product strategies or innovation capabilities on export performance have attracted considerable attention (e.g., Hortinha, Lages, & Lages, 2011; Lages, Silva, & Styles, 2009), few studies have assessed their integrating impact - that is, the difference in the strengths of the relationships between cost leadership or differentiation strategy and innovation. Drawing on resource based view, we examine how innovation capabilities related with the relationship between cost leadership and differentiation strategies and exporters’ performance. Thus, we consider the moderating role of two distinct capabilities - exploratory innovation and exploitative innovation - on the relationships between product strategies and export performance. Exploratory innovation includes activities aimed to enter new product-market domains, while exploitative innovation activities improve existing product-market domains (He & Wong, 2004). The objectives of this study are to explore (1) impacts of cost leadership strategy and differentiation strategy on export performance, (2) moderating effects of exploitative and exploratory innovation capability on the relationship between product strategy and export performance, and (3) these relationships in the context of a comparison of Korean and Japanese exporters. Most empirical research about product strategy and innovation capability has been conducted in Western-based context. This means that managers operating in non-Western business environments have only Western-based empirical evidence to help them develop strategies for managing levels of market orientation in their international businesses. However, non-Western business cultures may be different from those found in Western firms, and therefore generalizing studies of exporting behavior from Western to non-Western business contexts may be misleading. Indeed, it is noted that there is a need for more studies into the transferability of Western research to the Asian business setting (Ambler, Styles, & Xiucun, 1999). Thus, in order to fill this imbalance, the purpose of this study is to attempt to investigate product strategy and innovation capability of Korean and Japanese firms in international markets. Conceptual background Porter (1980) argues that a firm can achieve a higher level of performance over a rival in one of two ways: either it can supply an identical product or service at a lower cost, or it can supply a product or service that is differentiated in such a way that the customer is willing to pay a price premium that exceeds the additional cost of the differentiation. A cost leadership strategy is designed to produce goods or services more cheaply than competitors by stressing efficient scale of operation. When a firm designs, produces, and sells a comparable product more efficiently than its competitors as well as its market scope is industry-wide, it means that the firm is carrying out the cost leadership strategy successfully (Campbell-Hunt, 2000). Thus, the primary thing for a firm seeking competitively valuable way by reducing cost is to concentrate on maintaining efficiency through all activities in order to effectively control every expense and find new sources of potential cost reduction (Dess & Davis, 1984). The differentiation strategy provides value to customers with the unique attributes or perceptions of uniqueness, and characteristics of a firm’s product other than cost. The firm pursuing differentiation seeks to be unique in its industry along some dimension that is valued by customers, which means investing in product R&D and marketing (Porter, 1980). Rather than cost reduction, a firm using the differentiation needs to concentrate on investing in and developing such things that are distinguishable and customers will perceive (Gebauer, 2008). Overall, the essential success factor of differentiation in terms of strategy implementation is to develop and maintain innovativeness, creativeness, and organizational learning within a firm (Dess & Davis, 1984; O’Cass et al., 2014; Porter, 1985). A firm’s ability to compete in the long term may lie in its ability to integrate product strategy and its existing capabilities, while at the same time developing fundamentally new ones (Lavie & Rosenkopf, 2006). Simultaneous investments in the exploitation of existing product innovation capabilities and the exploration of new ones may help create a competitive advantage (Soosay & Hyland, 2008). Organizational learning represents the development of knowledge that influences behavioral changes and leads to enhanced performance (Crossan, Lane, & White, 1999; Fiol & Lyles, 1985). Product innovation is a tool for organizational learning and, thus, a primary means of achieving its strategic renewal (Danneels, 2002; Dougherty, 1992; O’Cass et al., 2014). Exploration pertains more to new knowledge - such as the search for new products, ideas, markets, or relationships; experimentation; risk taking; and discovery - while exploitation pertains more to using the existing knowledge and refining what already exists; it includes adaptation, efficiency, and execution (March, 1991). Exploration and exploitation compete for the same resources and efforts in the firm. With a focus on exploring potentially valuable future opportunities, the firm decreases activities linked to improving existing competences (Levinthal & March, 1993; March, 1991). In contrast, with a focus on exploiting existing products and processes, the firm reduces development of new opportunities. However, firms must develop both exploratory and exploitative capabilities because returns from exploration are uncertain, often negative, and attained over the long run, while exploitation generates more positive, proximate, and predictable returns (Levinthal & March, 1993; March, 1991; ?zsomer & Gen?t?rk, 2003). Researchers haveshown that both types of learning are essential to enhancing firm performance (Leonard-Barton, 1992; March, 1991). In this study, we use exploration and exploitation to describe two innovation-related capabilities that are critical elements on the relationship between product strategies and export performance. Hypotheses A firm that successfully pursues a cost leadership strategy emphasizes “aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidance of marginal customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on” (Porter, 1980: 35). In addition, with a cost leadership strategy, firms focus on reducing costs through operational efficiency. The associated positional advantage is a cost advantage pertaining to the firms’ value offering and is based on the product’s price–perceived value proposition in the export market. On the other hand, a firm that pursues a differentiation strategy may attempt to create a unique image in the minds of customers that its products are superior to those of its competitors (Miller, 1988). Moreover, a firm may pursue a differentiation strategy by creating a perception in the minds of customers that its products possess characteristics that are unique from those of its competitors in terms of differences in design, physical attributes/features, and durability (Gebauer, 2008). Differentiation strategy aims to generate more outwardly focused product innovations that offer customers product differences that shape a distinctive value offering that is more responsive to their needs (Hughes, Martin, Morgan, & Robson, 2010; O’Cass et al., 2014). The associated positional advantage is a product or market differentiation advantage pertaining to the superior brand, quality, design, and product features that differentiate the firms’ value proposition from its competitors in the export market. Firms that position their products in a manner that co-aligns with their “home country competitive advantages” will, on average, tend to perform better than those that do not. The impact of home-country advantages is lessening over time as firms develop firm-specific global core competencies to replace home-country advantages. The corporate climate in Japanese firms is characterized by worker participation and long term employment. These factors not only tend to increase costs, but also may have a positive effect on product quality through better employee motivation and more knowledgeable workers. Japanese firms have the highest labor and taxation costs and a demand base that is more quality than price sensitive. This creates a home-country environment that favors higher quality. Therefore, Japanese firms most easily achieved a strategic fit with their home country business environment by pursuing a differentiation strategy. On the other hand, Korean firms tend to focus innovation on small, incremental improvements in process and product development, exploiting experience effects. Over time, this focus results in higher quality for Korean products and lower costs, thus creating the potential for Korean firms to use a cost leadership strategy. Moreover, Korea’s capital markets (which offer inexpensive capital below short-term market rates), a demand base that is price sensitive, and the Korean corporate culture’s emphasis on low prices all contribute to an environment favoring lower cost and lower price strategy. Hypothesis 1: Cost leadership strategy pursued by Korean firms is positively associated with export performance, compared to Japanese firms. Hypothesis 2: Differentiation strategy pursued by Japanese firms is positively associated with export performance, compared to Korean firms. From the generation of new ideas through to the launch of a new product, exploration and exploitation play a vital role in product innovation (Rothaermel & Deeds, 2004). Organizations can decide to use existing organizational competences to realize short-term results, or create new competences that may foster the development of innovations in the longer term (Atuahene-Gima, 2005). Both types of capabilities are considered to be dynamic in nature (Winter, 2003), given that their purpose is to transform existing resources into new functional competences that provide a better match for the firm's environment (Voss, Sirdeshmukh, & Voss, 2008). Although both exploitative and exploratory capabilities related to cost leadership and differentiation strategies, because of those different roles of capabilities in innovation process, the effects of those innovation capabilities on the relationship between product strategy and export performance might be different. In case of cost leadership strategy, firms focus on using and developing existing capabilities, promoting improvements in existing components and building on existing technological elements (Benner & Tushman, 2003; Rust et al., 2002). Similarly, exploitative innovation is aimed at improving existing product-market domains. The cost leadership strategy creates value through existing competences or competences that have been slightly modified (Voss et al., 2008). It promotes a routine-based and repetitive approach to organizational changes (Rust et al., 2002). Because exploitative innovation builds on existing knowledge and extends existing products and services for existing customers (Soosay & Hyland, 2008), exploitative capabilities helps firms pursuing cost leadership strategy to reap the benefits of improvement they make to their products and to continue making incremental improvements (Brucks, Zeithaml, & Naylor, 2000), which are designed to allow the firm to continue its superior performance (Griffin, 1997). Compared to cost leadership strategy, differentiation strategy is characterized by radical change, risk and experimentation and that allows for the creation of new methods, relationships, and products. Because exploration focuses mainly on trying to create variety, to adapt and hence exploit ever-decreasing windows of opportunity (Soosay & Hyland, 2008), this capability is more beneficial to the kind of product innovativeness to the firm (Augusto & Coelho, 2009). When exporters pursue differentiation strategy for acquiring new knowledge and developing new products and services, exploratory capability helps to engage new insight into the design of new features and benefits of a given product, that product is guaranteed to contain new ideas (Cho & Pucik, 2005; Yalcinkaya et al., 2007). In contrast with exploitation aimed at improving existing product-market domains, explorative innovation requires fundamental changes in the way an organization operates and represents a clear departure from existing practices (Menguc & Auh, 2006). Hypothesis 3: Exploitative innovation capability moderates the relationship between cost leadership strategy and export performance positively. Hypothesis 4: Exploratory innovation capability moderates the relationship between differentiation strategy and export performance positively. Results This study conducted survey data from Korean and Japanese exporters, regarding to product strategy, innovation capability, and export performance. 223 usable questionnaires were obtained in Korea, and 124 usable questionnaires were obtained in Japan. With regard to number of years of international experience, international experience averaged 15 (S.D. = 23.54) for Korean samples and 37.95 (S.D. = 21.90) for Japanese samples. In addition, export intensity by total sales over exporting sales averaged 15 (S.D. = 23.54) for Korean samples and 36.91 (S.D. = 26.15) for Japanese samples. Using survey data from Korean and Japanese exporters, the findings indicate that cost leadership strategy enhance export performance for Korean firms. On the other hand, for Japanese firms, differentiation strategy is more related on export performance positively. Moreover, exploitative innovation capability strengthens the relationship between cost leadership strategy and export performance, while exploratory innovation capability enhances the link between differentiation strategy and export performance for both Korean and Japanese firms. Discussion Focusing on product strategy through the application of the RBV has provided theoretical insights as well as empirical evidence as to which capabilities are required to achieve these critical product strategy outcomes. The support from this study provides further evidence of the usefulness of applying the RBV to the export setting and should encourage researchers to examine the other aspects of export strategy. Based on organizational learning perspective, in addition, this study found that exploratory and exploitative innovation capability are essential to the firm because they act as vehicles for renewing product strategy to achieve superior export performance. By considering product strategy with exploration and exploitation simultaneously, we present a new perspective of the roles of these product strategies in the development of firms’ innovation capabilities. Our results indicate that cost leadership and differentiation strategy are pivotal in ensuring a proper balance between exploratory and exploitative innovations. Furthermore, this study found that different effects of product strategies on export performance in line with home country competitive advantages. Understanding the nature of marketing strategies employed by Korean and Japanese firms as well as its different effects may provide a useful reference point for exporters from other emerging countries in Asia. One of the main implications for managers is that both exploratory and exploitative product competences should consider in parallel when developing product strategy. The findings underscore the need for managers to invest in cost leadership and differentiation strategy to ensure the development of exploration and exploitation. Therefore, resource allocation decisions should, consider the firm's needs for innovation capabilities and, on the other hand, be guided by the firm’s product strategy. Exporters operate in highly complex environments, characterized by high levels of technological and market uncertainties and highly diverse and dispersed customers (Kleinschmidt et al., 2007; Mohr & Sarin, 2009). Therefore, in addition to the product strategy toward the development of innovations using state-of-the-art technologies, managers of these firms need a similarly strong focus on understanding both current and potential exporting markets. By acknowledging the need for product strategy, managers can ensure the balanced innovation capabilities.

중소기업의 기술혁신역량과 혁신성과의 관계: 성장단계별 차이

강신형,박상문 한국벤처창업학회 2018 벤처창업연구 Vol.13 No.2

Small and medium enterprises (SMEs) endeavor to overcome the adverse resource conditions and secure competitive advantage through technological innovation capability. Prior studies have focused on the overall or specific dimensions of technological innovation capability, and examined their performance impact. However, there has been less scholarly attention on the dynamic characteristics such as the relative importance of technological innovation capability or its performance impact at the different growth stages of a firm. In this vein, this study investigates the relationship between SME innovation capability and innovation performance at each growth stages of a firm. Based on the empirical analysis of manufacturing SMEs in Korea, we found that all dimensions of technological innovation capability had positive effects on innovation performance. However, each dimension of technological innovation capability had different effect on innovation performance by the growth stages. The planning capability can improve innovation performance at the growth and maturity stages. Manufacturing capability can have positive effect on innovation performance at the maturity stage. Both of new product development capability and commercialization capability contribute to innovation performance at all of the growth stages. This study suggests the guidelines for enhancing technological innovation capability at the different growth stages of SMEs. It also provides policy implications for the design and operation of growth-stage specific programs. Finally, the limitations of the research and future research directions are presented. 중소기업들은 기술혁신과 기술혁신역량 확보를 통해 불리한 자원규모나 경쟁여건을 극복하고 경쟁우위를 확보하기 위해 노력한다. 기존 연구들은 총체적인 기술혁신역량이나 특정 기술혁신역량 차원들에 초점을 두고 각 혁신역량과 성과간의 관계를 살펴보고 있다. 반면 성장단계별 기술혁신역량의 상대적 중요성이나 성과 영향의 차이와 같은 동태적 특성에 대한 관심은 미흡했다. 본 연구는 중소기업 기술혁신역량과 성과간의 성장단계별 차이를 실증적으로 살펴보고자 한다. 국내 중소제조기업들에 대한 설문조사 분석결과, 중소기업 기술혁신역량의 모든 세부 차원들은 혁신성과에 정의 유의한 영향을 미치는 것으로 나타났다. 그러나 성장단계별로는 기술혁신역량의 세부 차원별로 혁신성과에 상이한 영향관계를 보여준다. 기획역량은 성장기와 성숙기에서 혁신성과를 향상시키는 것으로 나타났다. 제조역량은 성숙기에서 혁신성과를 향상시키는 것으로 나타났다. 신제품개발역량과 사업화역량은 모든 성장단계에서 혁신성과를 높이는데 기여하는 것으로 나타났다. 본 연구는 중소기업들의 성장단계에 따라 실무적 기술혁신역량 강화를 위한 가이드라인을 제시한다. 또한 성장단계별 정책적 지원프로그램 설계와 운영을 위한 시사점을 제공한다. 마지막으로 본 연구의 의의와 연구한계 및 향후 연구과제들을 제시했다.

지식서비스기업의 서비스 혁신에 영향을 미치는 조직의 역량에 관한 연구

윤보성,김용진,진승혜 한국경영정보학회 2013 Asia Pacific Journal of Information Systems Vol.23 No.1

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization’s management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dy...

기업의 조직문화, 흡수역량, 혁신능력과의 관계 : 첨단기술 벤처기업에 대한 실증연구

정상철,오세구 경성대학교 산업개발연구소 2018 산업혁신연구 Vol.34 No.3

혁신 역량은 많은 기업들에게 생산성 향상을 위한 필수 도구로 간주되고 있다. 또한 최근에는 경쟁 우위를 유지하기 위한 도구로서 혁신능력의 중요성이 커지고 있다. 대부분의 기업은 혁신 능력을 보유하고자 노력하고 있지만, 기업의 흡수역량 및 혁신능력을 강화시키는 문화를 만드는 데는 능숙하지 않다. 본 연구는 기업의 조직 문화가 조직의 흡수역량 및 혁신능력에 영향을 미 치고, 흡수역량은 기업의 혁신능력에 유의한 영향을 미친다는 연구모형을 제시하였다. 위의 제 안을 테스트하기 위해 본 연구는 대덕 연구 개발특구의 하이테크 벤처 기업을 대상으로 총 131 개의 유효데이터를 수집하였다. 수집된 데이터의 분석결과 흡수역량은 조직 문화와 혁신능력 사 이의 매개 변수 역할을 한다는 사실을 확인하였다. 분석결과에 대한 경영적 함의와 간결한 결론 은 다음과 같다. 첫째, 연구결과 흡수역량이 혁신능력에 유의한 정(+)의 영향을 미침으로써 흡수 역량이 기업의 혁신능력 개발에 중요한 역할을 한다는 점을 확인하였다. 이는 흡수역량이 높을 수록 혁신 능력이 높아진다는 것을 의미한다. 둘째, 모형에서 제시한 바와 같이 조직 문화가 흡 수역량에 유의한 정(+)의 효과가 있음을 보여줍니다. 이는 조직 문화가 기업의 흡수역량을 개발 하고 증가시킬 수 있다는 것을 의미한다. 흡수역량은 외부의 지식을 통합하고 이를 기업의 역량 으로 변환함으로써 조직에 도움이 될 수 있다. 이러한 흡수역량은 학습 지향적인 조직 문화의 결과이며, 지속 가능한 경쟁 우위를 창출의 기초가 된다. 셋째, 분석결과에 의하면, 흡수역량은 조직문화와 혁신능력 사이의 매개 변수이며 두 변수 사이의 다리 역할을 한다. 이는 흡수역량이 충분하지 않으면 기업의 조직 문화가 기업의 혁신 능력에 직접적인 영향을 미치지 않는다는 것 을 의미한다. 그러나 조직 문화가 기업의 흡수역량을 증가시킬 수 있다면 이는 기업의 혁신능력 강화에 중요한 영향을 미칠 수 있다. 따라서 본 연구에서 발견된 완전히 매개된 모델은 기업의 문화가 흡수역량을 강화시키고, 강화된 흡수역량은 회사의 제품 및 절차 혁신 능력을 개선하는 핵심 전략 요소임을 나타낸다. Innovation capability is considered as the prerequisite tool for many enterprises to enhance their productivity. Recently, the importance of Innovation capability as a tool for retaining the competitive advantage keeps growing. While most enterprises are currently seeking well equipped innovation capability, they are not good at creating the culture for facilitating the absorptive capacity and innovation capability. To improve the innovation capability, we propose that organizational culture affects absorptive capacity and innovation capability and, in sequence, the absorptive capacity affects innovation capability in Hi-tech venture enterprises. To test the above propositions, data were collected from a sample of 131 hi-tech venture enterprises in Daedeok Innopolis, the largest and oldest R&D cluster in Korea. In general, absorptive capacity was found as the intervening variable between organizational culture and innovation capability. In addition, organizational culture had a positive effect on absorptive capacity. More managerial implications and brief conclusions were as follows. First, our study suggests that absorptive capacity has a significant positive effect on innovation capability, indicating that absorptive capacity plays an important role in the development of a firm’s innovation capability. Thus, the higher absorptive capacity, the higher innovation capability. As predicted in the hypotheses, the research results also reveal that organization culture has a significant positive effect on absorptive capacity. This is an important finding since it varies from prior studies that treat absorptive capacity as an exogenous variable. Our study finds that organizational culture can both develop and increase a firm’s absorptive capacity. Absorptive capacity can benefit an organization by integrating external knowledge and then transforming it into the firm’s competence. This ability is part of learning oriented organization culture and is the basis of the firm creating sustainable competitive advantages. The research results show that absorptive capacity is the mediating variable between organizational culture and innovation capability, acting as a bridge between the two variables. This means that if absorptive capacity is inadequate, then the organizational culture in a firm will have less direct effect on the firm’s innovation capability. However, if the organizational culture can increase the firm’s absorptive capacity, it may have a significant effect on the firm’s innovation capacity. The completely mediating model found in this study indicates that absorptive capacity is a key strategic factor in improving a firm’s product and procedure innovation capability.

중소제조기업 개방형 혁신과 수출성과 경로에서 외부환경 격변성의 조절효과

조연성 한국기업경영학회 2016 기업경영연구 Vol.23 No.3

This study explores the relationship between the open innovation, organizational innovation and the export performance of manufacturing SMEs and further examines the moderation effects of external environment two factors(technological turbulence and market turbulence) on the relationship between the open innovation and the organizational innovation. First, this study will be expected to expand the discussion of the existing studies by analyzing the effect of the relationship between the open innovation and external environmental factors to the SMEs innovative capability. Second, this study will try to present the practical implications by analyzing the effects of the open innovation and organizational innovation of manufacturing SMEs to the export performance. Third, this study will be expected to present the theoretical and practical implications of the role of the organizational innovation, in terms of dividing the organizational innovation into the product innovation and process innovation. Based on the existing studies, research model in which integrate three components such as the open innovation, organizational innovation and external turbulence was proposed. For the empirical test, this study used 22 items to measure 6 latent variables. The sample was extracted from the firm lists of Korea Trade Investment Promotion Agency(KOTRA) and Korea Chamber of Commerce and Industry(KCCI). The research survey was conducted through online Google Docs. Survey duration was four months. After completing survey 150 questionnaires were collected from manufacturing. This study proposed total 8 hypotheses including moderating effects of the environmental turbulence and open innovation. The result of analysis has shown that for the effect of open innovation on the product innovation capability and process innovation capability, both coefficient value are statistically significant. The product innovation capability has shown positive effect on the export performance of SMEs and the process innovation capability has shown same result. For the hypotheses about moderating effects of the external environmental turbulence, path coefficient value of it between the open innovation and the technological turbulence has shown significantly negative effect on the product innovation capability. It showed that excessive open innovation activity did not support the product innovation capability when considering the resource constraints of SMEs in the technological turbulence. In addition the moderating effect of the open innovation and the market turbulence has shown significantly positive effect on the product innovation capability. The rest moderating effects was found not significant. Based on the empirical results, this study has theoretical and business implications. First, this research has a theoretical implication to expand the discussion of the existing researches on the open innovation as it examines the moderating effects of environmental turbulence. Second, this study suggests a business implication to the Korea manufacturing SMEs. SMEs entering into the foreign market have to pursue open innovation activity for developing the organizational innovation. But manufacturing SMEs need to focus on optimizing the efficiency of the limited resources than to pursue an unreasonable changes to existing products when there is a igher condition of the technological turbulence Thirdly, the result of hypotheses testing, this research provide another business implication that manufacturing SMEs have to develop new technologies and products to actively cooperate with local partners if the market turbulence was high. 본 연구는 중소 제조기업 수출성과에서 개방형 혁신과 조직혁신 역량이 미치는 영향을 분석하려는 목적으로 진행하였다. 이에 한국 중소 제조기업 150개를 대상으로 개방형 혁신, 조직혁신, 수출성과의 관계를 분석하였다. 또한, 외부환경 요인과 개방형 혁신의 조절효과를 포함하여 혁신과 외부환경의 관계를 살펴보았다. 기존 연구에 따라 개방형 혁신을 외부 기술과 지식 습득의 적극성으로 보았으며, 조직혁신은 제품혁신 역량과 공정혁신 역량으로 나누어 보았다. 외부환경 특성은 기술 격변성과 시장 격변성으로 나누어 설정하였다. 6개의 잠재변인을 22개 문항으로 측정하였으며, 조절효과를 포함한 8개 가설을 설정하였다. 구조방정식 모형을 사용하여 가설검정을 진행하였으며, PLS(Partial Least Square) 방법을 사용하였다. 분석 결과 개방형 혁신은 중소 제조기업의 제품혁신 역량과 공정혁신 역량에 모두 긍정적 영향을 주고 있었다. 제품혁신 역량과 공정혁신 역량은 또한 중소 제조기업 수출성과에 긍정적 영향을 주는 것으로 나타났다. 조절효과 검증에서 개방형 혁신과 기술 격변성의 조절효과는 제품혁신 역량에 부정적 영향을 주었다. 반면, 시장 격변성과의 조절효과에서는 제품혁신 역량에 긍정적 영향을 미치는 것으로 나타났다. 분석결과는 중소기업 자원 제약을 고려할 때 기술 변화가 빠른 환경에서 과도한 외부기술 지식 습득 활동이 도움이 되지 못함을 보여주었다. 다른 결과에 따른 이론적, 실무적 시사점과 연구 한계 및 앞으로 연구 방향을 논하였다.

동적역량이 기업성과에 미치는 영향: 양면적혁신활동의 매개효과 중심으로

최인우 한국벤처창업학회 2020 벤처창업연구 Vol.15 No.4

This study analyzed the effects of corporate dynamic capabilities on enterprise performance by using ambidextrous innovation activities as mediators, focusing on SME employees. The sub-variables of dynamic capabilities were divided into opportunity exploration capability, resource acquisition capability, and resource reconstruction capability. 282 questionnaires collected from small and medium-sized enterprises residing in the metropolitan area were used for empirical analysis. SPSS v22.0 and Process macro v3.4 were used to analyze the parallel multiple mediation model. First, the results of the analysis showed that opportunity exploration capability, resource acquisition capability had a positive (+) effect on the ambidextrous innovation activities, and the effect of resource reconstruction capability on ambidextrous innovation activities was not significant. Second, the ambidextrous innovation activities had a significant effect on the enterprise performance. Third, it was found that opportunity exploration capability and resource acquisition capability had a positive (+) effect on enterprise performance, and the effect of resource reconstruction capability on enterprise performance was not significant. Fourth, the ambidextrous innovation activity mediated the relationship between opportunity exploration capability and enterprise performance. Fifth, the ambidextrous innovation activity mediated the relationship between resource acquisition capability and enterprise performance. Sixth, the ambidextrous innovation activity did not mediate the resource reconstruction capability and the enterprise performance. As a follow-up study, it is necessary to find third mediators besides the mediators used in this study, analyze the serial mediation model through these, and study for the moderated mediation analysis through the conditional process model in which the moderator is introduced. 본 연구는 중소기업 종사자를 중심으로 양면적혁신활동을 매개변수로 하여 기업의 동적역량이 기업성과에 미치는 영향에 관하여 분석하였다. 동적역량의 하위변수를 기회탐색역량, 자원획득역량 및 자원재구성역량으로 구분하였다. 수도권에 거주하는 중소기업 종사자들로부터 수집한 설문지 282부를 실증분석에 사용하였다. SPSS v22.0과 Process macro v3.4를 사용하여 병렬다중매개모형을 기반으로 분석하였다. 분석결과 첫째, 기회탐색역량과 자원획득역량이 양면적혁신활동에 정(+)의 유의한 영향을 미치는 것으로 나타났고 자원재구성역량이 양면적혁신활동에 미치는 영향은 유의하지 않은 것으로 나타났다. 둘째, 양면적혁신활동이 기업성과에 유의한 영향을 미치는 것으로 나타났다. 셋째, 기회탐색역량과 자원획득역량이 기업성과에 정(+)의 유의한 영향을 미치는 것으로 나타났고 자원재구성역량과 기업성과 간의 인과관계는 없는 것으로 나타났다. 넷째, 양면적혁신활동은 기회탐색역량과 기업성과 간을 매개하는 것으로 나타났다. 다섯째, 양면적혁신활동은 자원획득역량과 기업성과 간을 매개하는 것으로 나타났다. 여섯째, 양면적혁신활동은 자원재구성역량과 기업성과 간을 매개하지 않는 것으로 나타났다. 후속 연구로는 본 연구에서 사용된 매개변수 외에 제 3의 매개변수 발굴과 이를 통한 직렬매개모형 분석과 조절변수가 동시에 포함된 조건부과정 모형을 도입하여 조절된 매개분석을 위한 연구가 필요할 것으로 여겨진다.

The Influence of Knowledge Heterogeneity on Subsidiary Innovation Performance: The Moderating Role of Knowledge Absorptive Capability and Knowledge Combination Capability

현우기,민상훈 한국국제경영관리학회 2023 국제경영리뷰 Vol.27 No.3

The innovation performance of subsidiaries of a multinational enterprise (MNE) is the key of the MNE's survival and development in the increasingly competitive international environment. The issue of how to promote subsidiary innovation performance from the perspective of knowledge management is becoming an important issue. However, studies do not systematically reveal the mechanisms of the effects of knowledge heterogeneity on subsidiary innovation performance. Thus, based on knowledge-based view, absorptive capability theory and dynamic capability theory, we investigated the impact of internal knowledge heterogeneity (IKH) and external knowledge heterogeneity (EKH) on subsidiary innovation performance by focusing on moderating roles of the knowledge absorptive capability and knowledge combination capability. The results of a field survey of 343 subsidiaries in China indicate that IKH is positively related to subsidiary innovation performance and EKH is positively related to subsidiary innovation performance. Besides, the findings provide that knowledge absorptive capability strengthens the effects of IKH and EKH on subsidiary innovation performance, such that the higher the knowledge absorptive capability, the stronger the relationships between IKH and EKH as well as subsidiary innovation performance. Knowledge combination capability also positively moderates the relationships between IKH and EKH and subsidiary innovation performance, such that the higher the knowledge combination capability, the stronger the relationships between IKH and EKH as well as subsidiary innovation performance. Theoretical and managerial implications of this study are discussed.

The Impact of Forwarder's Logistics Service Capacity on Organizational Performance: The Moderating Role of Digital Innovation

YANG JINGJING,이언승 부산대학교 중국연구소 2024 Journal of China Studies Vol.27 No.1

Small and medium-sized forwarders are being forced to embrace digital transformation as an increasing number of businesses are digitizing their operations through new digital technologies like IoT and AI. One major component influencing logistics service capacities is digital innovation. So, how can small and medium-sized freight forwarders enhance their organizational performance? In empirical research on international freight forwarding, the link among logistics service capabilities, organizational performance, and digital innovation is frequently absent. As a result, The study will analyze how the level of service in freight forwarding logistics affects organizational performance and how digital innovation plays a moderating role. This study surveyed 250 workers engaged in international transportation, and finally, the results of 203 surveys were analyzed. Hypothetical models were tested using structural equation modeling (SEM), and hypotheses were analyzed using SPSS and AMOS. The organizational performance can be affected by reliability service capability, value-added service capability, flexibility service capability, and information service capability of the freight forwarding company's logistics service. Second, it is found that digital innovation moderation strengthens the relationship between flexibility service capability, information service capability, and organizational performance. However, digital innovation moderation weakens the relationship between reliability service capability and organizational performance. Finally, digital innovation has no moderating effect on the relationship between value-added service capabilities and organizational performance. Freight forwarders should pay attention to improving logistics service capabilities, especially flexible service capabilities and information service capabilities driven by digital innovation, in order to promote organizational performance. Meanwhile, despite some negative impacts of digital innovation, its effect on the relationship between value-added service capability and organizational performance is relatively small, while attention needs to be paid to the risk of declining reliability service capability that may be brought about by digital innovation.

한국의 중소기업이 가진 기술혁신역량은 경쟁력향상에 유효한가?: 제품과 공정개발역량을 중심으로

오세구 ( Oh Segu ),이상빈 ( Lee Sangbin ),황성권 ( Hwang Seonggwuen ) 한국비교경제학회 2022 비교경제연구 Vol.29 No.1

기업에게 4차 산업혁명이 의미하는 바는 신제품이나 서비스 개발에 있어 관련 기술의 급속한 발전으로 인해 미래의 신제품개발이 과거보다 더욱 어려워질 것이라는 점이다. 따라서 기업은 급변하는 환경변화에 능동적으로 대처할 수 있는 기술혁신역량을 갖추어야 한다. 또한 이러한 기술혁신역량은 제품 및 공정분야의 혁신을 통해 기업의 경쟁력을 높일 수 있을 때만 가치가 있다. 본 연구에서는 국내 중소기업이 보유한 기술혁신역량(R&D역량, 기술축적역량, 기술혁신체제)이 제품개발 및 공정개발역량을 통한 경쟁력 향상에 미치는 영향을 조사하였다. 설문지를 이용한 실증분석 결과 우리나라 중소기업의 R&D역량은 제품개발역량이나 공정개발역량에 영향을 미치지 않는 것으로 나타났다. 이는 한국 중소기업이 아직 자체 제품을 개발할 R&D역량이 부족하다는 것을 의미할 수 있다. 그러나 기술축적역량의 경우 제품개발역량에 긍정적인 영향을 미치는 것으로 나타났다. 현재는 OEM이나 원도급업체가 제안한 대로만 제품을 개발하고 있지만, 향후 기술축적이 진행되면 자체 제품개발도 가능할 것으로 기대된다. 마지막으로 기술혁신체제는 제품개발역량과 공정개발역량 모두에 유의한 영향을 미치는 것으로 밝혀져 한국의 기술혁신 관리체제가 잘 구축되어 있음을 확인할 수 있었다. 또한 제품개발역량과 공정개발역량이 기업의 경쟁력 강화에 강한 영향을 미치는 것으로 나타났다. 특히 공정개발능력이 제품개발능력보다 유의하게 큰 계수를 보였다. 이는 신뢰할 수 있는 프로세스가 한국 중소기업 경쟁력의 중요한 요소임을 확인시켜주었다. What the 4th industrial revolution means for companies is that the development of new products in the future will be more difficult than in the past due to the rapid development of related technologies in the development of new products or services. Therefore, companies need to possess technological innovation capabilities to actively cope with rapidly changing environmental changes. In addition, this technological innovation capability has value only when it can improve the competitiveness of a company through innovation in product and process areas. In this study, the effect of technological innovation capabilities (R&D capability, technology accumulation capability, technological innovation system) possessed by Korean small and medium-sized enterprises (SMEs) on their competitiveness improvement through product development and process development capabilities was investigated. As a result of empirical analysis using the questionnaire, it was found that the R&D capability of small and medium-sized manufacturing industries in Korea did not affect product development capability or process development capability. This may mean that Korean SMEs still lack R&D capabilities to develop their own products. However, in the case of technology accumulation capability, it appears that it has a positive effect on product development capability. Currently, products are developed only as suggested by OEMs or original contractors, but it is expected that they will be able to develop their own products if technology accumulation is advanced in the future. Finally, the technological innovation system was found to have a significant effect on both product development capacity and process development capacity, confirming that Korea has a well-established management system for technological innovation. In addition, product development capability and process development capability were found to have a strong influence on the strengthening of competitiveness of a company. In particular, process development capability showed a significantly larger coefficient than product development capability. This confirms that reliable process is an important element of competitiveness for SMEs in Korea.